You would have done well to show more examples; people are having trouble with the art of bus manipulation.
* Throw people under the bus, but pull them out at the last moment. "I could say that it's the other team's fault, but we're practicing blameless postmortems. Can we focus on fixing our process?"
* Throw people under multiple busses. "We're behind on the upgrade effort because there are three different upgrade efforts going on and we can't focus on any of them."
* Throw busses at people. "I am not trying to take over your team. I am only asking that we follow the law. Waiting for Legal is a smokescreen; we need to act now or get sued next quarter."
* Be bureaucratic. "I wasn't able to finish the project because we have issues in deployment and code review. We'll be finished soon, and I'm improving our deployment process so that this won't happen again."
To be clear, bus throwing is most effective in two situations:
1) The executives-wrangling-for-a-role level. If three people want that sweet VP title, they're not just trying to show they're the best, they're also trying to show the other two people are not good for the role. Taking a promotion competitor and throwing them under the biggest bus possible is a great way to knock them out of the running. Chances are they're trying to do the same to you. (Note: at Big Cos, high-level promotions are at least as much about politics as about actual merit of work / competency).
2) The other person is a different part of the org entirely. For example if there's a project that's a joint effort between IT and Marketing and something goes wrong you better believe the ladder climbers are going to look for the biggest bus available to throw the other team lead under. It's an effective strategy because it's a responsibility avoidance tactic and, hey, screw those other guys because they never give you what you want anyway.
Please note I don't actually recommend people do these things unless they care more about career advancement at all costs than about actually building strong relationships, well-functioning teams, and general life happiness. The thing is, a lot of people prioritize the former, which I think is the whole impetus behind the article's title.
* Throw people under the bus, but pull them out at the last moment. "I could say that it's the other team's fault, but we're practicing blameless postmortems. Can we focus on fixing our process?"
* Throw people under multiple busses. "We're behind on the upgrade effort because there are three different upgrade efforts going on and we can't focus on any of them."
* Throw busses at people. "I am not trying to take over your team. I am only asking that we follow the law. Waiting for Legal is a smokescreen; we need to act now or get sued next quarter."
* Be bureaucratic. "I wasn't able to finish the project because we have issues in deployment and code review. We'll be finished soon, and I'm improving our deployment process so that this won't happen again."